Olympic Village of Peace, Culture & Sports Olympia, Greece

Construction Management Services Proposal

Presented to:

Mr. Fotis Kalogeras (C/C Paul Adis) HELLANION s.a 69 Emanuel Benaki St. Athens Greece 106.81 )

September 17, 2014

Construction Management Services Proposal W.G. Pitts Company 9250 Baymeadows Rd E, Suite 120 Jacksonville, FL 32256 Telephone: 904-260-3499 Fax: 904-260-4025

www.wgpitts.com

Project Protocol No: 0001 Date: September 17, 2014

Mr. Fotis Kalogeras HELLANION s.a 69 Emanuel Benaki St. Athens Greece 106.81

RE: Olympic Village for Peace, Culture & Sports – Single Source Solutions™ Introduction

Dear Mr. Kalogeras:

This letter serves to confirm the meeting with and receiving the Olympic Village for Peace, Culture and Sports project data from Paul Adis. We are tentatively arranging to meet with your team in Athens and visit the proposed project site during the week of October 19, 2014, to develop your program for the project design and construction.

We are pleased to submit our credentials and company information package for your review and consideration. The Olympic Village for Peace, Culture and Sports (Olympic Village) is perfectly suited to WG Pitts Company’s abilities and interests. We are confident that our experience in completing similar projects will provide you with the highest quality and utmost satisfaction. Our desire to serve our clients and the project team, and our way of conducting business sets us apart from others in the industry--We are a customer-driven, value-based company.

We approach each project with a Team–Built™ mindset, meaning we work toward the success of every member of the team to bring value to you. Specifically, this is accomplished through excellent communications, being solutions-oriented and maintaining a motivated, enthusiastic and determined attitude. This Team-Built™ approach makes the WG Pitts Company an organization with which it is efficient to conduct business. You will receive a high quality project, built on time, and receive exceptional follow on service – we stand behind our work. All of this translates into a pleasant construction experience of collaboration and achievement.

Our understanding of the project requirements are found in the enclosed Owner’s documents provided by Paul Adis during his visit to our office in Jacksonville, Florida. During our visit with Hellanion S.A., we look forward to a more complete understanding of the Owner’s Program to include, but not limited to:

 Facility Size, usage and desired design character  Utilities available  Construction type  Desired project schedule  Desired project budget

Mr. Fotis Kalogeras Project Protocol No: 0001 Date: September 17, 2014 Page 2

With the Owner’s Program in mind we are proposing to take your project from concept to a completed project following standard internationally recognized construction management practices and procedures, which we refer to as the Single Source Solutions™ Design-Build process. To accomplish this, we will provide the following construction management services:

1. Preconstruction Phase Services

a. Preliminary Evaluation of the Owner’s Program

b. Consultation at regular intervals with the Owner and Architect/Engineer.

c. Project Schedule Development for Architect/Engineer's review and the Owner's approval.

d. Project Budget Development for review with the Architect/Engineer and approval of the Owner.

e. Construction Document Review to ensure the most value engineered and constructability of the project(s).

f. Temporary Facilities and Land Use Management recommendations.

g. Long-Lead Items and Critical Path Analysis.

h. Division of Work recommendations and management.

i. Solicitation of Trade Contractors and Suppliers recommendations regarding the method to be used for selection of Trade Contractors and award of Trade Contractor Agreements.

j. Awarding of Trade Contractor Agreements after careful and judicious review with the Owner.

k. Consultant selection for additional professional services and specialty requirements.

l. Permitting.

2. Construction Phase Services

Mr. Fotis Kalogeras Project Protocol No: 0001 Date: September 17, 2014 Page 3

a. Administering the Trade Contractor Agreements and Change Order Management.

i. Preparing, negotiating and entering into Trade Contractor Agreements, and advise the Owner on the acceptability of subcontractors and suppliers proposed by Trade Contractors.

ii. Establish an on-site organization and lines of authority to administer the Project.

iii. Provide reoccurring written reports to the Owner and Architect/Engineer on the progress of the entire Work.

iv. Assist the Owner and the Architect/Engineer in the review, evaluation and documentation of claims by Trade Contractors.

v. Maintain on a current basis at the Project site records of all Trade Contractor Agreements, Construction Documents, samples, purchases, materials, equipment, maintenance and operating manuals and instructions, and other construction related documents, including all revisions.

vi. Monitor and coordinate the Trade Contractors, and if necessary, shall have the right to change the time, order and priority in which the various portions of the Work are to be performed.

b. Project Schedule management to include constant critical path analysis.

c. Monitoring the Construction Budget and providing cost projections and cost saving/avoidance opportunities.

d. Review and Manage Trade Contractors’ Work and Safety Programs.

e. Shop Drawings and Samples, in collaboration with the Architect/Engineer, shall establish and implement procedures for expediting the processing and approval of shop drawings and samples.

f. Project Close out procedures to ensure a smooth transition from construction to facility usage.

WG Pitts Company uses the Open Book Process delivery method. The Open Book process is a method whereby we conduct the construction management business on the Owner’s behalf. This

Mr. Fotis Kalogeras Project Protocol No: 0001 Date: September 17, 2014 Page 4 process ensures you that only vendors and subcontractors, committed to the quality standards and schedule requirements of this project, are selected. This process will provide to you the best value for dollars spent. This process is utilized across every phase and stage of construction management.

Our PROMISES TM and the benefits outlined above make WG Pitts Company the best value in the business and the best contractor for your team. If you are satisfied with the terms outlined above and are agreeable to engage us for these services, we will proceed to develop our initial price proposal to develop the Owner’s Program.

We stand ready to assist you. If you have any questions or would like clarification on any part of this proposal, please call or email us. We appreciate your confidence in entrusting us with this important project and want to prove our value to you.

Sincerely,

William G. Pitts President

Construction Management Services Proposal

TABLE OF CONTENTS Cover Letter

Table of Contents

Section 1 - About WG Pitts Company A. Company Overview B. Our Strategic Theme C. Our Vision D. Our Mission E. Our Promises- Core Values F. Our Core Strengths as a Team G. Awards and Recognition H. Facilities Services Offered

Section 2 - The Project Approach A. Project Organization B. Elements of Successful Project Management C. Site Supervision D. The Project Team

Section 3 – Project Management Processes A. Management Reporting B. The Team Built Approach C. Cost Control During Construction D. Schedule Compliance – Timely Completion E. Quality Assurance F. Project Safety G. Commissioning

Attachments: A. WG Pitts Company Brochure B. Key Team member Resumes C. Project Pages

Section 0 - Table of Contents Construction Services.2

Section 1 ABOUT WG PITTS COMPANY

COMPANY OVERVIEW

WGPC, is an award-winning General Contracting and Construction Management firm with offices in Southeast and Northeast U.S. WGPC prides itself with providing unsurpassed customer service, innovation, value, experience and reliability provided to our clients.

Since its founding in 1996, WGPC has expanded its offerings and matured as a company. WGPC was recognized in 2000 as the Fastest Growing Privately-held company in Northeast Florida and consecutively in the top 5 fastest growing companies in northeast Florida. Additionally WGPC was recognized by the University Of Florida College Of Business and Governor Jeb Bush as one of the 10-Fastest growing companies in the State of Florida.

WGPC is known for the quality of its projects. WGPC won numerous awards from the Associated General Contractors of Florida and Florida Home Builders Association recognizing the outstanding quality and workmanship of projects that WGPC has designed or constructed. WG Pitts’ success is primarily as a result of implementing a Team-Built™ approach to each project. Our attention is focused on the project goals, client needs, success of the team and our combined commitment to exceed the expectations of our customers.

The WGPC’s private sector clients include such well-respected names in the private sector as:

• Amelia Island Plantation • Arvida / St. Joe Company • Centex Homes • Collins Group • DR Horton • Taylor Woodrow Communities • Landmar Group • Plantation at Ponte Vedra • Pulte Homes • Regency Centers • The Ritz Carlton Company • Numerous other service-oriented, quality-driven development companies.

In the government sector, WGPC has performed for the U.S. Veterans Administrations, U.S. Department of Interior, U.S. Fish & Wildlife Services, NAVSUP Fleet Logistics Center, U.S. Navy, Mission Contracting Command - U. S. Army, General Services Administration, Federal Bureau of Prisons, U.S. Army Depot and other federal agencies. These clients have been Section 1 | Page 1

serviced domestically in the United States and internationally. WG Pitts, in the last year, has hired key personnel in the project management field with more than $2B worth of international construction management experience.

These superb groups and the individuals representing their companies or agencies share many of the same the values and commitment as the WGPC. Our clients and employees helped established the foundation of our method of conducting business and will help shape the future of the company.

Company Name WG Pitts Company 9250 Baymeadows Road, Suite 120 Jacksonville, Florida 32256 Address / Phone / Fax 904-260-3499 Main Line 904-260-4025 Fax David L. Pitts, CEO [email protected] CEO 904 -260-3499(office direct); 904-237-3414 (c) William G. Pitts [email protected] President 904-260-8472 R. Thomas Bright [email protected] EVP/COO 570 -234-3555 (o); 806-676-1605 (c) Susan Pitts [email protected] CFO 904-404-8840 (office direct)

Section 1 | Page 2

OUR STRATEGIC THEME

WGPC is a customer – driven, value- based company.

OUR VISION

WGPC will lead the industry in providing integrated facility and procurement solutions while delivering superior personal and economic returns to all stakeholders.

OUR MISSION STATEMENT

We at WGPC will acquire and retain clients by serving their needs and exceeding their expectations while upholding the PROMISESSM we make.

OUR CORE VALUES

At WGPC these are the PROMISESSM we hold as our Core Values:

• Professionalism. Demonstrate respect and courtesy. • Responsibility. Take personal ownership of actions. • On Time Commitment. Maintain a sense of urgency. • Motivation. Have a determined, can-do attitude. • Integrity. Be fair and honest in all dealings. • Service. Add value and be solutions-oriented. • Excellence. Produce superior quality workmanship. • Safety. Plan and create an accident free environment.

We will make decisions and act according to our PROMISESSM and no matter how tough the decision may be, we will not compromise. Our Mission, Core Values, and stakeholders make WGPC the best in the industry.

CORE STRENGTHS AS A TEAM

The high points of our Core Strengths – C-R-E-S-T

Communication

• All projects are started with preconstruction meetings of all team members and followed up with weekly on site meetings.

Section 1 | Page 3

• All field superintendents are equipped with computers and wireless access to ensure accurate up to date communication • We conduct regular Owner meetings and generate Monthly Progress Reports that includes topics such as procurement, pending issues, progress photos and a project summary.

Resolve

• We are committed and determined to ensuring a projects success.

Execution

• We understand what it takes to get the mission accomplished. • All WGPC employees are trained and practice the Flawless Execution model on all phases of projects of Plan, Brief, Execute and Debrief.

Systems

• We have invested in the latest integrated accounting and project management software available and accessible to all project management staff • We utilize detailed written standardized processes that correspond to electronic templates and for scheduling, reports, subcontract management, and quality control that results in effective communication, streamlined construction process, economy and efficiency.

Training

• WGPC conducts weekly training of all office employees in customer relations, leadership and teamwork.

Section 1 | Page 4

FACILITIES SERVICES OFFERED • At WGPC these are some of the services we provide to YOU:

Construction Services Architectural Services  Pre-Design

 Preconstruction services o scoping studies  Design Coordination o feasibility analyses  Budget Preparation and Cost Analysis o site selection  Site Analysis o Site Analysis  Subcontractor Qualification and Selection o lease negotiation  Project Preplanning and CPM Scheduling o programming  Value Engineering o budget preparation and cost  Management of Subcontractor and Supplier analysis Performance  Planning General Contracting o Site Analysis Design / Build o o site feasibility Construction Management o o master planning  Budget Preparation and Cost Analysis o site development o  Design

o architectural design

o rehabilitation and restoration o architectural technology research o drawings and specifications o construction administration o post-construction evaluation  Interior Design/Planning Services o space planning o interior design o drawings and specifications o construction administration o installation observation o post-occupancy evaluation FF&E selection / specification o o furniture contract coordination existing conditions survey o  Budget Preparation and Cost Analysis

AWARD AND RECOGNITION

WG Pitts Company is a recognized leader by its peers at the National Association of Homebuilders and the Associated General Contractors and other industry associations for consistently delivering quality award winning construction and design. Such awards include:

Section 1 | Page 5

• NAHB Aurora Award – Recreational Community –Clubhouse Palm Coast Plantation- 2005

• NAHB Grand Aurora Award, Recreational Facility - 2006

• NAHB Aurora Award, Recreational Facility - 2006

• Associated General Contractors Horizon Award for best construction $2-6 million range in the State of Florida - 2006

• NAHB Aurora Award, Landscape Design/Pool Design2006

• Horizon Award-Award for best construction $2-6 million range in the State of Florida 2007

• Best in Detail-Jacksonville Homebuyer Magazine-Heritage Landing

Additionally, WG Pitts Company has been recognized in community wide events for keeping its core value PROMISE of Responsibility to the communities which we live and work. Such recognition includes the donation of construction services to construct the Shulzbacher homeless center in Jacksonville Florida. Donation of construction services for the Flagler College Baseball stadium. Donating staff and resources at the Jacksonville City Rescue Mission and the Jewish Community Alliance and many other events which WG Pitts Company and its staff donated time and resources and part of being a good citizen company.

The company has also been recognized for its growth and management as follows:

• WG Pitts Company was ranked as the Number 1 Fastest Growing Company in Northeast, Florida in 2000 by Jacksonville Business Journal.

• WG Pitts went on to be Ranked as the 6th Fastest Growing Company in the State of Florida in 2001 by the University of Florida College of Business.

• Ranked 9th in the Top 50 Fastest Growing Companies in Jacksonville, Florida 2003.

WHY WG PITTS COMPANY?

The WG Pitts team has an unparalleled depth and breadth of successful experience as a general contractor, managing contracts; planning, managing and executing comprehensive construction management, engineering, environmental and health and safety programs; and completing high quality, successful projects on-time and within budget. We are committed Section 1 | Page 6

developing a strong partnership with owners, ensuring that all goals within the scope of this contract are met.

WG Pitts offers numerous benefits for your next project--QUIVER.

QUALITY

We provide service that exceeds expectations, performance excellence, and adds value to relationships. You will receive a high QUALITY PROJECT – BUILT ON TIME.

o Excellent craftsmanship o Project schedule managed with the Milestone-to-Milestone method.

. For the past 11 years WG Pitts has had a warranty expenses of less than 1% of the cost of our projects, evidence that our projects are properly constructed the first time. . On 100% of WG Pitts’ projects, the project team prepares a preliminary punch list and strives to have a zero item punch list at the completion of the project. . 90% of all projects have the punch list completed within 30 days of project completion.

UNSURPASSED CUSTOMER SERVICE

We strive to give more than is promised and deliver more than is expected. You will have a pleasant experience working within a TEAM-BUILT APPROACHSM.

o Follow up after the project is completed. o Works toward the success of every member of the team o Solutions oriented o Serves the client and the team o Motivated, enthusiastic and determined attitude. o Strives to go the extra mile o Collaboration and achievement o A company with which it is easy to conduct business

o WG Pitts protects its client’s interest and as a result over 90% of our work comes from repeat business or referrals. o WG Pitts responds to 98% of all warranty requests within 24 hours and 100% of all warranty repairs have been handled without cost to the Owner. o At close out, 100% of our clients receive a detailed Operations and Maintenance Manual that contains a written warranty, operations instructions, a complete vendor and subcontractor contact log and the vendor and subcontractor warranties.

Section 1 | Page 7

INNOVATION

Utilizing the collaborative processes we provide creative solutions to difficult challenges.

o WG Pitts utilizes three innovative project delivery methods; the Open Book ProcessSM, the Team-Built ApproachSM, and Single Source SolutionsSM, and has constructed 75% of its projects using one of these collaborative processes. o WG Pitts regularly provides innovative ideas and creative solutions to problems. When projects are delivered utilizing either our Team-Built ApproachSM or Single Source SolutionsSM, we have provided our clients a savings of 10% to 30% per project. o WG Pitts is a developer’s contractor and understands what it takes to create a successful project. We have constructed 99% of our projects for private developers or business owners.

VALUE

We provide the best services and projects for dollars spent.

o WG Pitts understands the importance of budgets and has completed 98% of all projects within the client’s target budget. o WG Pitts has assisted 97% of its clients in reducing cost by at least 15% through best value design or aggressive procurement and intense subcontractor management. SM o Utilizing the Team-Built Approach , WG Pitts has completed 98% of its projects without a contractor initiated change order.

EXPERIENCE

We have a proven track record of successfully constructing complex, award winning multi– site projects.

o WG Pitts excels at constructing complex multi-site projects. o In over 11 years, WG Pitts has been accident free 99.9% of all work days. o WG Pitts is a recognized award winning constructor. . 2005 Aurora Award - NAHB . 2006 Grand Aurora Award - NAHB . 2006 Aurora Award - NAHB . 2006 Horizon Award – AGC of Greater Florida . 2006 Aurora Award - NAHB . 2006 Best Attention to Detail – Jacksonville Homebuyer Magazine . 2007 Horizon Award – AGC of Greater Florida Section 1 | Page 8

RELIABILITY

You will have a team that is dedicated, experienced, and committed to providing you excellence, timeliness and value. We do what we say we are going to do, when we say we are going to do it.

SM o WG Pitts is dedicated to keeping its Promises and has never failed to complete a project or a contractual obligation, regardless of the financial outcome to our company. SM o On Pre-Construction Services or Single Source Solutions (Design-Build) projects, WG Pitts completed 97% of these projects ahead of schedule. o WG Pitts utilizes a “Milestone to Milestone” project management process to keep 100% of all projects on schedule or ahead of schedule.

For the above reasons we offer the best value for your business.

Call WG PITTS COMPANY for your next project!

Section 1 | Page 9

Section 2 THE PROJECT APPROACH

PROJECT ORGANIZATION WGPC is a customer – driven, value - based company that has established a reputation for delivering projects on time, within budget, with the net result of excellent quality and customer satisfaction. We have acquired this reputation through the implementation of a Team-Built approach to each project. Our attention is focused on the project goals and effective communication.

WGPC corporate office is located in Florida and its Government and International office located in Pennsylvania, and will establish a project management office in Athens, Greece.

WGPC will mobilize a two – four person project management team to Athens Greece within two weeks of a signed contract and will maintain an enduring presence in county until project completion.

Subcontractor task order assignments, requirements, and deliverables will be clearly defined and communicated to the appropriate subcontractor personnel to maximize efficient performance. The Project Manager has strong central authority and is responsible for monitoring technical quality, verifying subcontractor performance and budgetary control during the conduct of this work. Subcontractor invoices will be reviewed and approved by the PM before the invoices are entered into our accounting system. Computer applications play a key role in assisting the WGP Team with their feedback and reporting on progress. We are familiar with many types of project control software and have experience in the following types of project collaboration software:

 Microsoft Project  ComputerEase Accounting and Project Management Software  Microsoft Office Products including Access, Project, Word, Excel, PowerPoint  AutoCAD

ELEMENTS OF SUCCESSFUL CONSTRUCTION MANAGEMENT WGPC believes that there are 6 essential elements required to successfully accomplish the task at hand:

1. Schedule – Maintain an aggressive schedule throughout the project the project and capitalize on opportunities to compress the overall time frame of the construction period. Section 2 | Page 1

2. Coordination – Properly coordinate the work as to maximize the efficiency of the subcontractors and the promotion of a quality installation of the building components. 3. Safety – Place great emphasis on maintaining a safe environment for the subcontractor’s workmen, material men, visitors and Owner’s representatives. 4. Quality of Finishes – Provide a high level of quality in all finish surfaces. Our background in custom residential and high-end commercial office buildings provides us with the knowledge and depth of experience to produce finish work of unequaled quality. 5. Cost Containment – Provide cost analysis at the beginning of the project, then enhancing the design process through extensive “Value Engineering” to deliver a cost effective structure. 6. Leadership – Foster the “Team-Built Approach” at all times through strong leadership, organization and daily management of each member of the construction team.

An experienced General Contractor will be required to deliver all six key elements. The WG Pitts Company is that General Contractor – we are uniquely qualified to handle all aspects of this project

THE PROJECT TEAM – (SEE ATTACHMENTS SECTION FOR FULL TEAM MEMBER RESUMES)

President of WG Pitts Company: William G. Pitts Project Position: Principal in Charge

Tom Bright, Colonel, USMC (Ret) Company Position: COO / Vice President of Construction: Project Position: Project Director

Tom Bright leads the WGPC’s Construction Division and is the designated Project Director. Tom has significant CM experience domestically and internationally.

RESPONSIBILITIES INCLUDE:

• Supervises Project Managers • Oversees estimating of all projects • Develops and implements cost and expense controls • Responsible for policy and maintaining written procedures and controls of all subordinates • Provides customer relations and communication with owner • Oversees project scheduling and tracking • Oversees quality control plan

Tom Reidenbach, AIA Company Position: Vice President of Architecture Section 2 | Page 2

Project Position: Director of Design

Tom Reidenbach is a licensed architect with significant resort and theme park experience internationally. Tom as the Director of Design will be the lead design consultant, theming and art director.

RESPONSIBILITIES INCLUDE:

• Coordinates with Project Manager on all phases of project and in all responsibilities as outlined for Project Manager • Reviews plans and specifications during design stage and advises designer of any discrepancies noted • Handles, routes and reviews shop drawings under direction of Project Manager

Senior Project Manager: Francis Stokkel Frances Stokkel is the designated senior project manager who has in excess of $5Bil of domestic and international project management, contract administration, and estimating experience. Projects primarily focused in theme park resort and hotel.

Frances maintains an Architectural design and Civil engineering master diploma, Bachelor diploma in Technical and Operational Facility Management and a fully licensed TUV ISO 9001/2000 Quality Manager/Auditor specialized for the leisure & Theme Park Industry based on SQS-Systems. Studied in 2004 fire safety engineering at the University of Aachen / HDT Essen Germany.

RESPONSIBILITIES INCLUDE:

• Project Coordination • Managing Project Managers • Prepares a definitive detailed cost estimate from design drawing using standardized cost codes • Develop, prepare, and update a comprehensive construction progress schedule for the establishment of the proper sequence of events • Oversees Jobsite Superintendent • Reviews plans and specifications during bidding stage and advises designer of any discrepancies noted • Handles, routes and reviews shop drawings • Negotiates subcontractor schedules • Negotiates vendor purchases • Establishes and maintains project procedures • Documents and communicates all meetings and important occurrences • Issues purchase order requisitions and procures all materials and subcontracted items in advance in order to avoid delays Section 2 | Page 3

• Assures as-built drawings are prepared at completion of projects • Prepares project completion reports • Visits projects to ensure close working relations with superintendents • Responsible for issuing letter of substantial completion, obtaining certificate of occupancy, and coordination and delivery of owner’s manual and as-built documents. • Oversees quality control • Visits with prospective clients in an effort to secure additional work and handle client relations through personal and written contact • Researches and prepares all special reports as requested by clients

Cristina Stancu Project Position: Project Administrator Cristina Stancu will serve as the Project Administrator ensuring effective communication among project teams and client representatives.

Patrick Hanrahan Project Position: Project Manager Patrick Hanrahan is a designated senior project manager who also has in excess of $2Bil of domestic and international project management, contract administration, and estimating experience.

SITE SUPERVISION

WGPC site superintendents are highly skilled in the construction management and supervision required for a variety of construction projects. It is WGPC Company’s policy to keep the same project superintendent on the site full-time for the duration of the project. Our superintendents are knowledgeable about the teamwork required among the architect, owner and project manager in today’s complex construction projects. Our superintendents are also skilled in assisting the project manager in the selection of high quality, cost-effective subcontractors and suppliers. Through a backlog of files on construction projects WGPC and its employees have performed, we have an excellent database for locating the subcontractors and suppliers for the many specialty items you might require.

Section 2 | Page 4

Section 3 Project Management Processes

REPORTS AND FORMS

The WGPC Company utilizes a variety of tools to track project progress and jobsite issues. This is accomplished through a combination of reports, meetings, and management tools to track progress and provide feedback to the project team. These reports will focus on schedule, budget and quality issues and vary depending on the phase of the project. We have a comprehensive daily checklist that can be used for recording and monitoring the contractor’s activities.

At the heart of all of these documents is clear effective communication. We firmly believe that open communication between the owner, architect, design team, vendors and subcontractors translates into healthy, successful projects.

WGPC will prepare a Monthly Progress Report to the Client addressing the milestones of schedule and budget. It will provide a clear comparison between original budget and schedule milestones and an analysis of any changes. The Monthly Progress Report will be provided to the Owner and Owners Representative within ten (10) calendar days after the end of each month. In addition to daily reports, observation logs, and deficiency lists, we will review and monitor the daily and weekly work and safety logs, testing results, and inspection reports. By reviewing and monitoring the field documentation, we will be proactive in identifying anything that poses a threat to the project schedule, project budget, established Quality Control Guidelines, or Risk Management Plan. Briefs will be provided to the Owner’s representative on a regular basis.

WGPC staff has years of construction experience and is very knowledgeable in the many aspects of project planning. The Project Manager assigned to this project will be experienced in the procurement of materials and negotiation and award of construction contracts. Construction contracts will be established on the basis of logical construction packages. Particular attention will be given to the qualification and selection of bidders for the construction packages. They will be selected on the basis of capability and our personal and reported experience, financial responsibility and current workload.

The process that WGPC Management utilizes to ensure a projects timely successful completion if a process called the Flawless Execution Model based upon a Plan-Brief-

Section 3 | Page 1

Execute-Debrief-Win cycle. Each of these four "phases" leads back to "Win," where the process starts all over again.

WGPC conducts regular training of its staff and team on this Flawless Execution model. This process is utilized in both the micro “sub task” and globally for overall project success. In order to ensure the proper execution of the project performance WGPC utilizes planning checklist (i.e. Project Managers Start Up Check List, Superintendents Start Up Check List, etc.) and cross check list for all team members that interact. WGPC utilized a standardized codified process and forms to manage all phases of a projects progress.

THE TEAM-BUILT APPROACHSM

The Team-BuiltSM Approach is a method of project delivery that has its foundation in collaboration, efficiency and “best value” to the client. Utilizing the Team - BuiltSM approach, WGPC works closely with the architectural team during each phase of the design process (i.e. schematics, design development and construction documents) to provide estimates, value engineering ideas and identification of long lead time Items that may throw a project off schedule.

WGPC works closely with the architect team to understand the project goals, design intent, desired results and budget. WGPC will use historical cost data and distribute the design drawings to vendors and subcontractors in the preparation of the project estimates. This process inherently produces a constructability review and also helps in the identification of long lead time items. Once each estimate is created, it is assembled in a presentation format along with the estimate assumptions and distributed to the project team.

The pricing information provided to the architectural team during design will assist in making informed decisions regarding the budget, facility size and level of fit and finish. Also, if budget constraints exist, the architectural team is provided alternative “better value” products or techniques with related cost for product selection. The objective is to ensure the final design can be constructed within the project budget and schedule requirements.

Benefits of the team- BuiltSM Approach

Working Relationships – It is no longer “us against them.” The process is about adding value to the client. All stakeholders work together to increase value in the relationship.

Fun – When people are having fun they are more creative, smarter and efficient.

Best Value - The design process requires less work product from the design professionals which translates into cost saving. Owner pays the “right price” to have the job done right.

Section 3 | Page 2

Quality - The collaborative approach serves as motivation for quality and proper project performance. Process allows WGPC to use higher skilled people who want to do things the right way.

Accurate Cost Projections - The right number is provided up front eliminating the need for change orders. Change orders due to "errors and omissions" are virtually eliminated, because the architect and builder work together to develop drawings and specifications with the knowledge of current construction pricing and trends.

Cost Savings - Design and construction personnel, working and communicating as a team, evaluate alternative materials and methods efficiently and accurately.

Time Savings - Because the design and construction teams collaborate during the design phase, redesign is virtually eliminated, total design and construction time can be significantly reduced.

Potential for Reduced Administrative Burden - During procurement, the potential exists to reduce paperwork and the Owner's administrative burden.

Early Knowledge of Firm Costs - Guaranteed construction costs are known far earlier than in other delivery systems.

Improved Risk Management - Performance aspects of cost, schedule and quality are clearly defined and responsibilities/ risks are appropriately balanced (individual risks are managed by the party best positioned to manage that risk).

Open Communication – Open communication between the Owner and design and construction team.

Experience has proven that an architect provided with cost information during the design is able complete the design process in a more streamlined process at less expense to the owner. In addition, this process results in a much improved design schedule, construction cost savings, streamlined project management, improved accountability and communications. This parallel process is more collaborative, and forces the architect and contractor to work side by side in creating “buildable” and affordable projects that better match budgets and expectations. As a result, the best approach is the Team-Built approach.

COST CONTROL DURING CONSTRUCTION The WGPC is a customer – driven, value - based company that has established a reputation for delivering projects on time, within budget, with the net result of excellent quality and customer satisfaction. We have acquired this reputation through the implementation of a Team-Built approach to each project. At WGPC (‘WGPC”) we train our managers to also be

Section 3 | Page 3

team leaders. With this in mind we believe that Professional conduct and leadership starts at the top.

Important to the success of WGPC Company’s project management effort is the establishment of a proper Jobsite accounting processes for maintaining a proper accounting of project budgets, cost and associated overhead and payroll items.

A project manager (“PM”) has primary responsibility in managing the projects. The PM is accountable for project coordination and planning, estimating, cost control and accounting, and creating specific monthly reports on construction projects on a profitable basis with a constant awareness for cost, quality and timely completion. In addition, the PM is responsible for procurement of the project and for maintaining good client relations. Generally, the PM is responsible for two or more active projects simultaneously.

This is accomplished by utilizing a detailed cost code system that creates The Detailed Cost Estimate for the project. This Detailed Cost Estimate information is presented to accounting to create the projects budget within the accounting system Bidding and estimating costs are coded to that project using the Standard Cost Codes. If WGPC is awarded the project, Accounting is sent an Original Budget by the PM to establish the project projected cost and fee. The PM also forwards the original executed contract with the owner to Accounting. Once these two things occur, the PM needs to buy out the job, issue POs and subcontracts and forward these to Accounting.

Then the project committed cost “buy out”, project cost to complete and actual cost are all calculated each month by the project management team.

WGPC Company’s interactive cost accounting system allows for the project team to closely monitor actual cost incurred in the labor, material, equipment, subcontract and overhead cost categories and ensures the Owner of an effective controls program.

All Subcontractor Applications for Payment and bills associated with the POs are approved by the PM and sent to Accounting for payment. These bills are to be properly coded to match the issued POs and subcontracts.

The PM is required to track the project cost and budget monthly through the completion of reports. The Monthly Summary Cost Worksheet (MSCW) is printed out by Accounting and forwarded to the PM. This report requires the PM to evaluate the cost and budget of the project by comparing the two in a “line-by-line” – “item-by-item” level of detail. Each line item is evaluated for what has been spent, how much is committed and how much the PM believes it will cost to actually complete the line item.

Section 3 | Page 4

Once this is completed, the information is placed on a Monthly Project Recap sheet (Recap) and forwarded to senior management. Upon review, it is then forwarded to the controller. These reports are utilized to complete the corporate Work on Hand Statement and WGPC Financial Statements.

SCHEDULE COMPLIANCE - TIMELY COMPLETION

One of WGPC Company’s Core Values as the “O” in our P-R-O-M-I-S-E-S is: “On time, commitment. Maintain a sense of urgency.” At WGPC, we understand the importance of having a project completed on time and within the established budget. Instilled within our team is a sense of urgency reflected in their drive and determination.

Our team utilizes established systems and procedures for maximum efficiency and we do not wait for things to happen - we work to make things happen. We will set objectives and priorities beyond what is required, cheerfully accept challenges, take the initiative, and get the job done. We will not complain, and will not make excuses. We are dedicated to move projects and activities forward with a passionate commitment to get it done today.

In order to successfully keep the project progressing in a rapid, efficient manner WGPC will prepare a detailed CPM project schedule developed from the Preliminary Project Schedule. Our detailed CPM will include recommended duration and logic changes made by the Owner, A/E and Subcontractor team members. Typically, detailed CPM should include as a minimum the following information: All significant engineering functions performed prior to fabrications, such as specific procedures, and shop/field drawings, which require submittal/approval prior to fabrication.

• Major material acquisitions and delivery schedules • Detailed off-site fabrication and delivery schedules General Subcontractor work activities • Field installation, testing and inspection activities

We will establish and maintain a project master Critical Path Method (CPM) schedule and project budget. These will remain fixed driving forces throughout the project. All changes in contract time or contract amounts will be authorized by the Owner. The master schedule will be updated with each construction contractors cost loaded CCM schedule. These schedules will be updated monthly with construction progress and calculate the cost of in-place construction. WGPC will review the contractors CPM to ascertain whether it (1) includes as many activities as necessary to make the schedule an effective tool for planning, scheduling, monitoring and coordinating the work and for making progress payments, (2) complies with the major milestones of the master schedule, and (3) complies with the scheduling

Section 3 | Page 5

requirements of the construction contract(s) and (4) cost of each item is accurate and the schedule is not "front-end loaded". WGPC will review all schedules with a recommendation for approval to the Owner. The WGP Team will identify deliverables and milestones on all of our contracts. Timeframes and expectations are set, then a set of metrics are developed to measure the achievement of these objectives. At defined intervals the planned performance versus actual performance is reviewed and analyzed. Based on this analysis and future expectations, quality improvements are made. The cycles begins again as our processes are adjusted for continuous improvement.

Complementing the budget tracking software, our Project Managers utilize either Microsoft Project software to schedule critical activities and project milestones.

WGPC will prepare a detailed CPM project schedule developed from the Preliminary Project Schedule. Our detailed CPM will include recommended duration and logic changes made by the Owner, A/E and Subcontractor team members. Typically, detailed CPM should include as a minimum the following information:

• All significant engineering functions performed prior to fabrications, such as specific procedures, and shop/field drawings, which require submittal/approval prior to fabrication. • Major material acquisitions and delivery schedules • Detailed off-site fabrication and delivery schedules • General Subcontractor work activities • Field installation, testing and inspection activities Direct schedule control and "what if" schedule modeling can occur using this software tool. Scheduling can be developed and reported for either a single task, or for all tasks currently active with the Owner. The benefit of this software scheduling tool is that Project Managers at WGPC can precisely analyze manpower needs and assure technical quality by understanding deliverable schedules and personnel workloads.  Progress Reports - Monthly progress reports identifying each task, technical, budget and schedule status will be developed by the Project Manager and submitted to the Owner. Progress reports will be supplemented by complete billing information.  Progress Meetings - Progress meetings will be conducted by WGPC with complete meeting minutes developed for review by the Owner. The frequency of progress meetings is typically recommended to be following task deliverable submissions or associated with critical code or user requirement discussions.

Section 3 | Page 6

QUALITY ASSURANCE Throughout our history, WGPC has stressed, “Quality Team-Built Projects” is Our First Priority.” The WGP Team’s objective is to provide a quality management system that ensures that all work conducted under this program meets and exceeds the defined quality levels, which may include:

 Specific technical requirements,  Regulatory requirements,  Contractual and specific task order requirements, and  Schedule requirements.

Our projects have earned recognition from our clients for high standards of quality and technical excellence. We remain committed to this objective and have insured this to our clients by developing a personalized corporate image of quality construction. All WGPC projects are executed so as to meet or exceed the industry standards regarding quality. We realize that the continued success of WGPC is determined by our ability to consistently deliver the highest quality product to our clients. We demand of ourselves a total commitment to quality, with an attitude that anything less is unacceptable. Those working with us, whether company employees or subcontractors, are required to develop this same commitment and attitude in order to deliver quality work on a consistent basis on each of our projects. To ensure the continuation of this record of Quality performance, we maintain a rigorous Quality Assurance Program. A project specific QA/QC plan will be developed that addresses preparation and checking of computations, development of checklists for each submission, quality control and constructability reviews throughout the project, scheduling, budgeting, resolution of problems during the project, and the need for periodic interviews with the Client’s personnel to assess the team’s performance. The goal of this plan is not only to produce a quality product on time within budget, but also to reduce the amount of time the Department’s staff must spend on coordination, reviews and checking. Through this program, the full resources of the company are brought to bear to satisfy objectives and to meet functional and technical requirements of a project. Our Team’s approach has been designed to ensure that all work is planned, implemented, documented, and reviewed to ensure that the completed product meets the applicable quality requirements. Our approach to quality management incorporates an open, friendly, and positive approach, inviting feedback and commentary from all levels, using lessons learned as part of our commitment to continuous improvement.

Key elements of our Quality Assurance Program (“QAP”) Include: • Review of contract and technical documents to identify quality requirements and criteria.

Section 3 | Page 7

• Assurance that appropriate quality requirements are included in bid packages and contracts. • Establishment and monitoring of methods for receipt, inspection, storage and protection of critical materials, items or equipment. • Documentation, evaluation, coordination and WGPC will review the contract specifications and will implement the contract QA requirements. Work will include independent testing and inspection, reviewing and auditing the contractors’ QA/QC records, testing and inspection results and record keeping. All QA activities will be closely coordinated with the Owner’s contractor and will be carefully planned and scheduled so as to not disrupt the contractor’s operations.

WGPC will review the CQC plan submittal and compliance with the criteria of the contract documents and will assist Owner in approving the CQC plans. Elements of an acceptable CQC plan include:

• Management Commitment to QA/QC • Plan Overview • QA/QC Organization • Material Procurement Control • Construction/Installation Control • Testing and Calibration • Non Conformance and Corrective Action • QA/QC Documentation Requirements • Quality Audits

The WGPC team will then conduct audits based on the contractor’s implementation of all of the elements of the CQC plan, as submitted and approved. These audits will be performed in a timely fashion as to not delay the contractors’ proposed schedule or any submittal. Activities will include reviewing and/or inspecting the contractors test matrix data, testing schedule, testing firm and inspector qualifications, materials testing reports, product identification and source of supply, testing equipment calibration, acceptance testing, QA/QC document control, and record keeping.

During construction, the WGPC team will assure the quality of the constructed system and will be responsible for monitoring and documenting the field construction activities. QA activities include CQC staffing, approval of independent testing firms and test plans, resolution for discrepancy correction and non-conformance reports, material appropriateness and testing procedures, review of as-built plans, review of QC data and records, semi-final and final record and punch lists, document control procedures, and warranties.

Section 3 | Page 8

The WGPC team continually seeks to improve its QA processes and procedures. During and upon completion of each project, the WGPC team will conduct an internal audit of the quality assurance procedures. The audit will examine the application of these procedures, the effectiveness, and make recommendations for improvement if necessary.

PROJECT SAFETY WGPC is committed to safety on all their projects through an ongoing safety program and continuous safety education. It is the policy of WGPC to ensure a safe, healthy workplace for employees, vendors, and SCs, a safe and healthy finished construction project for our clients, and a safe and healthy environment for the community. WGPC is committed to safety on the job and off. Employees are expected to perform their duties with this commitment in mind.

All projects are constructed in such a manner as to provide the safest working environment for all employees. There are numerous resources available to ensure the continued success of the company safety plan: weekly on-site project safety meetings, safety orientation videos to all new hires, safety training through Associated General Contractors of America (AGC), Northeast Florida Builders Association (NEFBA), and various other agencies committed to construction safety. Typically all ongoing projects are inspected bi-weekly, in which a written safety inspection report of each visit is recorded and filed at the project.

To be successful, such a program must reflect proper attitudes toward injury and illness prevention on the part of management and employees. It requires cooperation in all safety and health matters among employees, their co-workers, and/or SCs. Only through such cooperative effort can injury and illness be prevented and an excellent safety record be established and maintained.

Responsibility for implementation of the program is assigned to the superintendent, with close relations with the PM. The ultimate responsibility for safety, however, cannot be delegated to an individual; it must be assumed by all employees. Each employee is expected to comply with all identified life, safety and health standards, and rules and regulations pursuant to company policy for prevention of all accidents. Adequate attention to safety is the responsibility of all employees and SCs.

Jobsite safety plays a major role in the successful outcome of any construction project. Accident prevention is the responsibility of everyone who works on the jobsite. The General Superintendent acts as the Company Safety Officer.

BUILDING COMMISSIONING The WGPC team possesses extensive experience managing the commissioning processes in facility operations. From start-up through commissioning, we engage a systematic process

Section 3 | Page 9

documenting the performance of all facility systems in accordance with the design intent and the client’s needs.

Commissioning Report. WGPC will require from commissioning engineers reports with an executive summary, documenting all testing performed, all startup checklists, all functional test procedures, and outstanding issues, if any. The commissioning report will also include:

• Design Intent and Basis of Design documents • Completed pre-functional checklists • Completed functional checklists • Test and balance reports • System schematics • Control strategies and set points • Deficiency logs, with any outstanding items specifically noted • Guidelines for energy accounting

WGPC will provide commissioning services to ensure proper performance of all installed equipment. As-built drawings will be coordinated with the AOR.

Section 3 | Page 10

WILLIAM G. PITTS President/Director

PROFESSIONAL President one of Florida’s fastest growing companies. Firm specializes in the contracting, construction, and development EXPERIENCE management of commercial construction, and recreational developments including amenity centers, golf course clubhouses and housing development packages.

PROFESSIONAL Jacksonville Chamber of Commerce Brunswick Chamber of Commerce ASSOCIATIONS Associated General Contractors Northeast Florida Builders Association

EDUCATION Bachelor of Science, Building Construction Management, University of North Florida

AWARDS Top 40 Executives Under 40 in Jacksonville, Florida 2002 9th in the Top 50 Fastest Growing Companies in Jacksonville, Florida 2003 6th Fastest Growing Company in the State of Florida 2001, Ranked by University of Florida #1 Fastest Growing Company in Northeast, Florida 2000, Ranked by Jacksonville Business Journal

ORGANIZATIONS & Board Member, Altamaha Community Improvement District COMMUNITY Senior Vice President, Board Member, Associated General SERVICE Contractors of Greater Florida (2006-2008) Advisory Board Member, University of North Florida St. Johns Rotary Solomon Lodge 20 Scottish Rite of Jacksonville William Pitts Profile Page 2

PROFESSIONAL Will served as the Construction Manager for the $175 Million 2000 Acre Steamboat City Development project located on Interstate EXPERIENCE 95 in Brunswick Georgia. Will coordinated all project entitlements, rezoning and special legislation to create a Community Improvement District through the State of Georgia Legislature and Glynn County, Georgia, County Commission. He managed the design and engineering of $3 million water and sewer grant through the Economic Development Administration and managed the design and budgeting of a 125 Acre RV Park and Campground, 100 Acre commercial village and regional destination theme park. Coordinated the general contractor team, Suit Construction in preparing of project estimates.

Served as the Construction manager of the 55,000 sf $6 million Class A, Hampton Professional Park, office park in Jacksonville Florida. Managed the development permitting process to obtain all necessary permits and entitlements necessary for construction. Managed the complete project design, permitting, construction and project commissioning.

Served as the Construction Manager and accomplished the rezoning, engineering and entitlement for a 50,000 s.f. professional class “A”, Cobblestone Professional Park, office park located in St. Augustine FL. Coordinated the design and construction of all project infrastructure and buildings Includes interior design, information technology and interior build out. Project includes 5 buildings, site work, interior build out and furnishings of models for the developer.

While serving as President of WG Pitts Company the company constructed in excess of 150 projects from 1996 – 2010 that included office parks, shopping centers, industrial buildings, condominiums, estate homes, golf club houses and parks. Will on behalf of the WG Pitts Company, developed clients include such well-respected names in the industry as: Taylor Woodrow Communities, the Ritz Carlton Company, Amelia Island, Plantation at Ponte Vedra, Arvida, Centex Homes, Pulte Homes, Landmar, DR Horton and numerous other service-oriented, quality-driven development companies.

R. Thomas Bright (Colonel USMC Ret.) Executive Vice President Chief Operating Officer

INTRODUCTION Tom Bright is a proven, experienced leader having served in the United States Marine Corps from 1979 – 2006, achieving the rank of Colonel and served in the private sector in the role of president, executive VP, and COO in the project management industry.

Tom earned a Bachelor of Science in Civil Engineering, Virginia Military Institute, Lexington, VA, a Masters of Military Science (MMS), Marine Corps Command and Staff College, Quantico, VA and a Masters of Strategic Studies (MSS), Marine Corps War College, Quantico, Virginia. The MMS and MSS are accredited through the Commission on Colleges of the Southern Association of Colleges and Schools.

EXECUTIVE EXPERIENCE Tom Bright has been in executive level service from 1991 – 2001, and senior executive level service from 2001 – Present. Tom has formal leadership and human resource management training and experience spanning 35 years across military, government and private sectors as a Marine Corps Colonel, president of his own company, and executive VP/Chief Operating Officer of an international construction management and architecture firm.

PRIVATE SECTOR In the private sector, Tom serves as the Executive VP and COO of WG Pitts Company providing leadership and operational management across the construction, design & engineering, procurement and development sectors for domestic and international projects.

Previously, as the President of Pioneer Global Industry, Tom provided project management consulting services internationally in Afghanistan in support of US Government related projects.

Tom held the position of Senior Project Manager for Environmental

Chemical Corporation, 2007 – 2009, led fifteen dispersed construction project management teams constructing

R. Thomas Bright Profile

independent, self-sufficient and self-sustaining Iraqi and Afghan bases (city-like) in Iraq and Afghanistan. Responsible for the day to day activities of all projects including all infrastructures (i.e. water, power, waste and storm water), vertical construction of various building techniques and materials and major renovations. Worked with Department of Defense (DoD) contracts administered by the Air Force Center for Engineering and the Environment (AFCEE) and the United States Army Corps of Engineers (USACE)

Senior Vice President for Operations and Corporate Development for Mericle Commercial Real Estate Services, Wilkes-Barre, Pennsylvania, from 2006 – 2007. The largest commercial real estate development firm in northeast Pennsylvania, Tom worked with the Senior Executive Team to reorganize the corporate structure, refining the procurement process of the 200-person, 10 million square feet portfolio company and developing an integrated operations updating process designed to support financial and resource allocation decisions.

As a Marine Corps Colonel, Tom served as Commanding Officer, MILITARY SECTOR 1st Marine Corps District, Garden City, New York, leading ~1,000 people in personnel recruitment ranging from entry-level enlisted to officers’ ranks covering northeast United States (Pennsylvania, New Jersey, New York, and New England states). This was his second of two recruiting services: the first as the Commanding Officer for Recruiting Station Twin Cities, MN (North Dakota, Minneapolis, 1/3 of Wisconsin). These recruiting tours were foundational in solidifying life learning and formal leadership training.

Tom served as the Director of the Joint Operations Center (JOC), US Central Command, Tampa, Florida, under the Combatant Command of General Tommy Franks. Responsible for planning, synchronizing, directing, and executing strategic operations globally in support of three simultaneous combat operations for all United States and coalition forces in three separate and distinct geographic areas of war: Iraq (Operations Southern Watch and Iraqi Freedom), Afghanistan (Operation Enduring Freedom) and Horn of Africa (Operation Horn of Africa).

Tom served as Chief of Staff, Marine Corps Base, Quantico, Virginia, leading and managing more than 900 civilian employees and coordinating the activities of nearly 100 tenant organizations to operate a city-like facility across 65,000 acres with a $60M annual budget.

Thomas Reidenbach Vice President of Architecture

INTRODUCTION Thomas J. "Tom" Tom Reidenbach, leads the WG Pitts architecture group. Tom has a proven history of turning raw imagination into concrete reality. Tom Reidenbach’s career as an award-winning architect and designer of entertainment venues spans three decades. He started at the Disney Studios in the early sixties, and continued with Disney’s WED Design Group through 1975 following the opening of Walt Disney World and expansions that included the Walt Disney Story, Pirates of the Caribbean and Space Mountain. Later, for Universal Studios Florida, he was on the design team for the Earthquake and ET attractions. His design group was also selected as the architects, show designers and construction supervisors for the Jaws attraction from concept through completion.

Tom was a key figure in the development and design of the King Kong attraction for Universal Studios theme parks in California and Florida. Among the roster of his architectural and design clients are Silver Dollar City, Branson; Rosie O’Grady’s Good Time Emporium, Orlando; the Michael Jackson Victory Tour; among others. Reidenbach’ s design firm has also been involved in numerous attractions and resort projects throughout the world, including Japan, China, Russia, Malaysia, Taiwan and Singapore. NOTABLE Walt Disney World - Orlando PROJECTS •Pirates of the Caribbean •Tom Sawyer's Island •The Haunted Mansion

Universal Studios - LA/Orlando •King Kong •Men in Black •ET •Jaws

International Sail Island - Jeddah, Saudi Arabia Blue Ocean Development - Beijing, China Carifest - St. Thomas USVI

Thomas Reidenbach Profile Page 2

PROFESSIONAL AIA, American Institute of Architects AFI, American Film Institute ASSOCIATIONS IAAPA, International Association of Amusement Parks and Attractions The Herbert D. Ryman Foundation The M.D. Anderson Foundation Honorary Member, The Malaysian Royal Academy of Architects

EDUCATION AUBURN UNIVERSITY, School of Industrial Design UNIVERSITY OF SOUTHERN CALIFORNIA, Schools of Architecture and Cinema ART CENTER SCHOOL, Illustration, Guest Lecturer, Environmental Design

F RANCIS STOKKEL

SENIOR PROJECT MANAGER

Sr. Project Manager and specialist into the development and project construction management of high end construction with top notch experience in the Theme- Water Park, Hospitality, Retail, with more then 20 years of significant leadership, management and engineering expertice starting from budgets, design development & review, construction management and technical operations. Strong and proven portfolio of achievements that includes 6-figure and million – dollar cost reductions with a top notch procurement strategy and contract negotiation with a no- go space for errors in suppliers contracts and method statements.

PROFESSIONAL QUALIFICATIONS Master of Science in Architecture and Construction Management. Master of Civil Engineering Bachelor in Mechanical Engineering

ADDITIONAL QUALIFICATIONS Operational Facility Management Project Management Professional (PMP) ISO 9001 Quality Auditor specialized on SQS for Theme & Leisure Parks Certified building inspector Leed AP BD+C. Expert for Fire Prevention / protection Pilot at Florida Aviation and Career Trainings Center St. Augustine, Fl.

PROFESSIONAL MEMBERSHIPS Member of the Chamber of Architects - Project Management Institute. Member of the Construction Specifications Institute Member of the AIA – Intl. - American Institute of Architects. Member of the IAAPA – International Association of Amusement Parks and Attractions. Member of the ASTM Group

ADDITIONAL KNOWLEDGE AND SKILL AREAS  OPERATIONS MANAGEMENT  FINANCIAL FORECASTING & BUDGETS  ENGINEERING & PERMITTING  GENERAL MANAGEMENT  COST TASKS  PROCUREMENT & PURCHASING CONTROL/REDUCTION/AVOIDANCE  CONTRACT/AGREEMENT  PRE-QUALIFICATION  EMPLOYEE TRAINING & MENTORING NEGOTIATIONS  AUDIT MANAGEMENT & BUDGET  ESTIMATING & BIDDING PROCEDURES  ISO / SQS QUALITY MANAGEMENT SUPPORT  CHANGE ORDER MANAGEMENT  QA/QC  CONSTRUCTION MANAGEMENT  CONSTRUCTION CASH FLOW  PROJECT EXECUTION MANAGEMENT FORECASTING  FINANCIAL REPORTING

Geographical Experience USA, Europe, Asia, Middle East, Turkey, Azerbaijan, South Africa, Brazil.

F RANCIS STOKKEL

CAREER HIGHLIGHTS

With more then 20 years of international experience in managing high end construction developments and projects around the World I have gained specialist experience working in technical facility developments. Working with the latest technology as well as opening our closet to bring out what we know works, I have the powerful opportunity in creating and delivering top quality projects. I am familiar with ASTM, ISO, DIN, EN and TUV- norms and bring an amazing wealth of knowledge in the fields of Engineering, Ride Construction, Design review, finishing, Fire prevention, Construction, QA/QC, Method statements, Risk Assessment, Contracts, with me. Making sure the throughput is constant; finding ways to improve efficiency without diminishing the quality of a product or project; and go with the “Get it done” attitude back to the program.

ADDITIONAL INFORMATION

Excellent in Technical Operations and Construction Management Excellent computer skills including word processing, spreadsheets, and databases. Excellent skills in making Supplier contracts. Proficient in project scheduling software (Microsoft Project and Primavera P3). Experienced in estimating software. Experienced in project management software (ACONEX). Member of the AOPA – Association of Pilots and Aircraft Owners Member of the EAA – Experimental Aircrafts Association

Languages: Dutch Mother Tongue German Mother Tongue English - Fluent Afrikaans – Fluent Portuguese – Basics

ROYAL MILITARY ACADEMY OF THE NETHERLANDS.

Service in the rank of a Capt. Res. at the Marine Corps. Service in Civil War in Lebanon and in Croatia, Bosnia, Kosovo as an NGO. Veteran & Member of the Netherlands Marines Corps Association

F RANCIS STOKKEL

CAREER HISTORY AND REFERENCES

COMPANY: GRUPPO PARQUES REUNIDOS MADRID SPAIN (PALACE ENTERTAINMENT CA) (2012 – Current) Project: Leisure – Hospitality – Commercial Xero Gravity Hotel, Resorts & leisure Sports Park Orlando, Fl Motion Gate Dubai, Fox Studios Dubai, Tusenfryd Norway Title: Project Manager Technical Facilities Development & Operations

COMPANY: LEISURECERT. INTL. ARCHITECTS - ENGINEERS - CONSULTANTS (2004 - 2012) PROJECTS: Leisure – Hospitality – Commercial MARRIOTT HOTEL BAKU, TROPICAL ISLAND RESORT BERLIN, SIX FLAGS, HABTOORLAND, DUBAILAND, LEDGENS, CITY OF ARABIA, DILMAN WATER PARK, HOTEL & RESORT BAHRAIN, FERRARI WORLD ABU DHABI. Title: Project director Design and Construction.

COMPANY: CANCILLIER INC. HOLLYWOOD, LOS ANGELES / MUNICH (2001 - 2004) PROJECTS: COMMERCIAL - Leisure – Hospitality Title: Sr. Project Manager Design and Construction

COMPANY: WARNER BROS. BURBANK CA. (1997 – 2001) PROJECT: Commercial - Leisure WARNER BROS MOVIE WORLD – BOTTROP - MADRID Title: Department head Design and Construction.

COMPANY: PELIKAAN DUSSELDORF GERMANY (1991 - 1997) PROJECT: Commercial - Sport - Leisure CENTER PARKS NETHERLANDS – BELGIUM - GERMANY Title: Project Manager

Cristina Stancu International Program Coordinator

INTRODUCTION Cristina Stancu is a proven, experienced operations manager having served in US and foreign construction management and procurement firms serving in the Middle East and Europe.

Cristina is expected to complete in November 2014, an Executive MBA from the University of Westminster—Business School, London, UK. Her undergraduate was awarded from the University of Craiova - Technical & Administrative College, Romania, in 2001. Additionally, Cristina has completed Lean Practitioner Training Course in May 2014; the IRCA (International Register of Certificated Auditors) Certified Provisional Auditor; TÜV - Quality Management Systems Auditor - Lead Auditor (October 2010); TÜV- IMS Internal Auditor (March 2010); and from the Institute of Leadership and Management (ILM) - The Leadership and Supervisor Training Programme (February 2010)

EXPERIENCE Cristina has extensive experience monitoring a contract management plan and ensuring Client deliverables are met by interpretation of client requirements and business focus and establishing an efficient way to communicate with stakeholders at all levels to achieve desired outcome. She prepares and presents performance reports for Client and Senior Management Teams. Cristina is an operational planner with project management and analysis/production experience designed to deliver tasks and objectives on schedule.

Managed a ServExcel programme at national level; coordinating colleague and

customer surveys, monitoring action plans and ensuring feedback to internal and external stakeholders; analysing outcome and proposing improvement plans.

Leading the delivery of regular communication activities including employee communication and engagement programmes, production of monthly and quarterly newsletters for 500+ employees contract in the UK.

Supporting the Account Director with projects and initiatives designed to drive

and improve the FM excellence; ongoing review and improvement of existing processes, creation, briefing and ongoing management of new processes impacting all stakeholders involved in the service provision to the customer Leading the creation of a challenging and innovative set of procedures that drive excellence in processes connected to business improvement and excellence that support corrective action plans

Cristina has, since 2006, been working in dynamic and multi-cultural environments. She is a highly competent, dynamic and motivated individual, who works well independently as well as in a team. She adapts to the various environments building and maintaining long lasting relationships.

Cristina supported the successful mobilization of a 500+ employee Facilities Management contract for Shell Oil & Gas. She worked in the Middle East for 6 years (Qatar, Iraq, Kuwait) delivering business development and work winning growth for Minister of Defense contracting companies from $1.6m to $10m per annum turnover within a year. Cristina has strong logistics and operations experience including the mobilization of a Facilities Management contract for an international airport, including multi-national integration of approximately 700 employees while establishing an Integrated Management System (IMS) at national level for a Facilities Management contract for Shell Oil & Gas.

Steamboat City Theme Park and Resort

WG Pitts Role: Program Manager Development Manager Design Manager

Segment: Commercial Resort / Theme Park

Project Location: Brunswick, Golden Isles Georgia

Client: Steamboat City Development Company, LP

WG Pitts served as the Program and Construction Manager of the 2100 acre resort development for the Steamboat City Development Compa- ny. The project was planned and designed for a historical theme park, Steamboat City, a Lodge, Recreational Vehicle Park and Campground, a cottage area and I-95 frontage commercial village with individual lot and specialty mall potential. In addition, plans for the development of this project included a master planned residential community and equestrian complex. Additional amenities to include a waterpark and family fun center. In addition to the design and programming, WG Pitts completed the following on behalf of the Steamboat City Development:

 Created Community Improvement District Through Georgia Legislature,  Completed Rezoning of 1100 acre residential land tract  Successfully completed sale of 1100 acre tract to residential homebuilder  Completed application and receipt of $3.0 million of federal water and sewer grants for partnership  Completed project engineering  Completed state permits for constructing bridge across historic canal  Completed design of 1100 acre commercial mixed use development

- bedrooms units bedrooms - lap siding and stacked stone ac- stone stacked lap siding and ™

Residences at World Golf Village World Golf Residences at

golf course. The Residences, located in the heart of World Golf Village, is an upscale community of 4 multi of 4 World located of community in Golf is an upscale Village, Residences, the heart The buildings HardiePlank wood with frame constructed story designed 3 and condominiums 4 spacious and These feature distinctively cents. championship Squire and Slammer the of fairways the between tucked are and fireplaces with Client: Segment: Residential Condominiums

St. Augustine, FL St. Augustine, DMHB Holdings DMHB

General Contractor General WG Pitts Role:

Project Location:

St. Johns Forest

WG Pitts Role: General Contractor

Segment: Clubhouses and Amenities

Project Location: St. Johns, FL

Client: Taylor Morrison f/k/a Taylor Woodrow

“We seek quality contractors that can perform to the exacting standards required by our organization. We found WG Pitts to be a company that complements these standards of excellence” - Tom Spence Land Develop- ment Manager

Constructed for Taylor Woodrow Communities, the stunning French country clubhouse at St. Johns Forest holds a café, formal gathering room and solarium opening to a resort-style swimming pool with beach entry, fountains and a two-story tower slide. The recreation complex also contains tennis courts, full and half court basketball, roller hockey rink, tot lot and multi- purpose sporting field.

style street street style - Waterchase

art fitness center and aerobics studio. Upon arrival, cascading waterfalls and and waterfalls cascading arrival, Upon studio. and aerobics center fitness art - the - of - The exclusive clubhouse at Waterchase was built by WG Pitts on behalf of Taylor Woodrow Commu- Woodrow Taylor of Pitts on behalf WG by was built Waterchase at clubhouse The exclusive an English or chateau a French of reminiscent is clubhouse foot 6,400 square The breathtaking nities. the Completing elegance. a casual create to the Caribbean of a dash with influenced house manor a state is clubhouse WG the by built infrastructure the in Included Waterchase. to the entrance adorn landscaping exquisite European charming with lined Boulevard grand and the gatehouse are the Pitts Company hardscape. and fountains bridges, lamps,

Tom Tom Spence

- ” Client: Amenities Tampa, FL Tampa, Segment:

Clubhouses and Clubhouses

Taylor Woodrow Taylor

General Contractor General WG Pitts Role:

Taylor Morrison f/k/a f/k/a Morrison Taylor

We We seek quality contractors that Project Location:

lor CommunitiesWoodrow Land Development Manager, Tay-

ards of excellence ny that complements these stand- We We found WG Pitts to be a compa- ards required by our organization. can perform to the exacting stand- “

St. Johns Golf & Country Club

WG Pitts Role: Design—Builder / General Contractor

Segment: Clubhouses and Amenities

Project Location: St. Johns, FL

Client: Arvida St. Joe Company

“We truly enjoy working with the WG Pitts team throughout the construction process. We are grateful for their in- sight and knowledge and appreciate their dedication and commitment to our project…” - Douglas G. Maier Director of Land Development

With Arvida / St. Joe, the WG Pitts Company’s Design/Build team constructed this beautiful low- country style clubhouse. A significant amenity to any community, the clubhouse provides a warm and friendly welcome to residents and guests. Lush landscaping, magnificent views of the golf course and the peaceful waters of a large lake bordered by woods can be seen from the clubhouse. Inside, wood floors and wood-beamed ceilings complement a beautiful, handcrafted wood and granite bar, and com- fortable sofas and club chairs near a stone fireplace create a gathering place for friends and family.

Heritage Landing at World Golf Village

WG Pitts Role: General Contractor

Segment: Clubhouses and Amenities

Project Location: St. Johns, FL

Client: D.R. Horton, Inc.

Awards: Associated General Contractors Horizon Award

Winner: Associated General Contractors Hozizon Award. Best Project

“Camp Heritage”, the amenity facility at Heritage Landing, was constructed for D.R. Horton and reflects an old-style camp theme. The world-class clubhouse features a fitness center, bathhouses, catering kitchen, bar and private meeting room. Other resort-style amenities include a storytelling pavilion, horseshoe pits, courts for shuffleboard, bocce, tennis and basketball, baseball field with dugouts, and soccer field. Families can enjoy a playground, stone sidewalks and a covered picnic pavilion. A 27 - foot tall water slide that empties into a fun pool is he community’s showcase feature. Completing the water elements is a heated Junior Olympic pool with decks and shade pavilion.

Glen Kernan Golf & Country Club

WG Pitts Role: Design—Builder / General Contractor

Segment: Clubhouses and Amenities

Project Location: Jacksonville, FL

Client: Hodges Boulevard Development Group

“I would like to take this opportunity to express how much we appreciate the great job that you have done with our Sports Center. I would also like to say how much we enjoyed working with you and your firm. The professionalism and commitment to quality was evident from every aspect of your organization. We believe that through your effort, we truly have the finest recreational facility in the entire North Florida Area.”

Lee Elwell, III Vice President, General Manager, Glen Kernan Golf & Country Club

The WG Pitts Company constructed the stately Glen Kernan Sports Complex and Kernan Boulevard En- try. This project’s amenities include a 107,000 gallon six-lane 25 meter pool, eight competitive-level Fast Dry lighted tennis courts, volleyball, tot-lot, lighted regulation size basketball court, and multi- pur- pose flag football / soccer field. Additional features include covered seating and walking paths. The Pro-

ject is situated in a beautiful heavily landscaped setting

North Hampton

WG Pitts Role: General Contractor

Segment: Clubhouses and Amenities

Project Location: Yulee, FL

Client: Landmar Group, Inc.

The WG Pitts Company in conjunction with the Land Mar Group, Inc. built the new amenities complex and entrance improvements for the North Hampton community in Yulee, Florida. Also included were a sales office building, social facility, maintenance building and monument signage. Residents enjoy amenities which include basketball and tennis courts,

swimming pool, fountain, and a gated entrance.

WG Pitts Company

Corporate Office: 9250 Baymeadows Rd. #120 Jacksonville, FL 32256 Telephone: 904-260-3499

Branch Office: 351 Jubinski Rd. Waymart, PA 18472 Telephone: 570-234-3555